Bringing Ideas to Life: Seven Principles for Pulling Together

You're so excited you're practically bouncing off the walls. This idea-your best ever-is not only going to save the company tens of thousands of dollars this year, it's eventually going to be a moneymaker. However, following your presentation, your three colleagues sit staring at you like 'hear no evil,' 'see no evil' and 'speak no evil.' You stare back at them in idiotic wonder: Why don't they want what you want-especially when it's so clearly the best thing for the company?

Almost everyone has this experience at one time or another, and the reason for it is simple: When you make a presentation instead of having a conversation about an idea, it's anyone's guess what's going on in the minds of your 'audience.' Do they get it? Do they like it? Do they like you?

Some idea people really don't care how they're heard. They're movers and shakers who pride themselves on being able to create and implement ideas on their own. Others care more about interpersonal relationships than ideas. For them, what's truly important is being aware of and sensitive to the needs, notions and feelings of colleagues, not bringing great ideas to life.

Being just an idea person or just a relationship person limits your effectiveness in the workplace. The way to bring an idea to life is to focus on developing the idea and enhancing your relationships with coworkers simultaneously. Go into the conference room with the intention of sharing your idea and involving others in shaping, strengthening, and implementing the concept in its final form. By engaging others in the innovation process, you'll emerge with superior results and stronger bonds between people.

Intention is one of the seven principles for pulling together. The others are:

• Recognize resistance. People resist ideas-and those who generate them-for three reasons. Either they don't get the idea (Level 1 resistance), they don't like it the idea (Level 2 resistance), or they don't like you (Level 3 resistance). Identify the levels of resistance you're facing and you can work through them, turning opposition into support. For example, if someone doesn't get your idea, find a different way to explain it, and offer data, examples and anecdotes to make concepts clearer. If people exhibit Level 2 or 3 resistance when you make a suggestion-"I don't like it," or "I don't like you"-their emotions are clearly involved. You'll need to listen carefully to what they have to say and engage in conversational give and take to get at the deeper issues underlying their resistance.
• Consider the context (time + place + relationships = the success or failure of your idea).

Interpersonal and other contextual 'land mines' are scattered throughout most work environments. If you don't survey the land and step carefully, you'll set them off and you and your idea will suffer. 'Land mines' to consider include:

• 1) Your relationship history with colleagues and coworkers
• 2) The way ideas have traditionally been presented and received in your company
• 3) The impact your idea may have on others-for instance, it might threaten someone's job or status
• 4) How the idea might fly given the current economy
• 5) Your company's recent financial performance
• Avoid knee-jerk reactions. When someone cuts you off in traffic, is your impulse to speed up and let him or her know you didn't appreciate it? If so, speeding up (and possibly tailing the person with your bright lights on) is your knee-jerk reaction to the 'trigger' of being cut off. Not only does your knee-jerk reaction not help the situation; it could cause an accident and turn what might have been a relatively minor irritation into a very big deal. The better response? Take a few deep breaths and slow down to put some space between you and the inconsiderate driver in front of you. It's the smarter and safer way to react.

Slowing down and breathing deeply is also a smart response to triggers in the corporate conference room. When someone resists your idea by saying "I don't like it, it's stupid," you might be tempted to knee-jerk with defensiveness ("No, you're stupid."); sarcasm ("Why don't you grace us with one of your wonderfully creative ideas, then?"); force of reason, (you believe that if you explain the idea repeatedly, they'll see its wisdom and beauty and like it); or moving ahead as if the resistance-and the resister-don't exist. The best way to avoid knee-jerking: Discover your triggers and practice stepping back, breathing, consciously relaxing your body and mind, and focusing your attention on positively reconnecting with the people resisting.

• Pay attention: Attempt to detect every detail. You can't influence others if you don't pick up on the positive and negative signals they send by way of body language, verbal cues, tone of voice, and so forth. Listen to their concerns with a willingness to be changed and a willingness to see your idea develop beyond your original conception; observe the interactions between you and those you're working with; and note what kinds of actions-or inactions-follow the group's decision to proceed with your idea. The power of paying attention will guide you in your efforts to bring the idea to implementation.
• Shut up and listen: Dig deeply. Want to know what others need or want from you? Wish you knew if they understood your idea?or if they trust you? The only way to get answers to these questions is to put your goal aside temporarily and check in with the people you're working with. Then, shut up and listen to what they have to say, even when their answers make you uncomfortable.
• Connect without compromise. Make room for others to join you in developing your idea-and be ready and willing to turn it into our idea. When others see that you're eager to hear their fears and concerns, to be influenced by what they have to say, and to blend your goals with theirs, their opposition will turn into support and everyone will win.

Rick is an advisor to organizations on ways to lead Change without Migraines?. He is author of many books on change including Why Don't You Want What I Want? and Beyond the Wall of Resistance. You can access free articles and tools at http://www.beyondresistance.com.

Latest News

Seattle Post Intelligencer

Wal-Mart disappoints analysts, Walgreen chops management team Bizjournals.com, NC - 5 hours ago (NYSE:WAG) announced plans to offer early retirement and severance programs to some 1000 corporate and field management employees, or 9 percent of those ... Video: Jan 8: Stocks Boosted by Mortgage Deal AssociatedPress Wal-Mart Declines After Management Change RTT News AP Business NewsBrief at 11:14 am EST TMCnet all 2,006 news articles

Sify

Merrill Names Dan Sontag Head Of Global Wealth Management CNNMoney.com - Jan 6, 2009 NEW YORK -(Dow Jones)- Merrill Lynch & Co., as expected, named Dan Sontag head of its global wealth management group, replacing Robert McCann , a day after ... Merrill veteran Sontag to head retail brokerage Reuters McCann to Leave Bank of America Wall Street Journal Dan Sontag New Head of Merrill Wealth Management On Wall Street Bloomberg - Reuters all 121 news articles

Comcast Network Management Policies In Place PC Magazine - 17 hours ago Comcast has fulfilled its pledge to put in a place a protocol agnostic network management policy by year's end, according to filings with the Federal ... Comcast Removes Blocks On File Sharing InformationWeek all 6 news articles

Paragon Wealth Management Offers Free Portfolio Reviews MSNBC - 8 hours ago PROVO, UT - Paragon Wealth Management is offering free portfolio reviews to investors to help them know where to allocate their portfolios in 2009. ...

Saratoga Electronic Solutions Inc. Announces Revocation of ... FOXBusiness - 5 hours ago ... issued Management Cease Trade Order which prohibited trading by directors, officers and certain employees of Saratoga in the securities of Saratoga. ...

ABC News

Gary Berntsen Thinks CIA Needs 'Leadership Not Management' FOXNews - Jan 7, 2009 CIA COVERT OFFICER : Actually, we need leadership, not management at CIA. That person who's going to be in charge of CIA is in charge of our fight, ... Video: Analyst Weighs in on Obama's CIA Pick AssociatedPress Obama's intel picks short on direct experience The Associated Press Obama Is Under Fire Over Panetta Selection Washington Post GovExec.com - Wall Street Journal all 2,462 news articles

Babcock Lenders Favor Plans to Retain Management, Review Says Bloomberg - 3 hours ago 9 (Bloomberg) -- Babcock & Brown Ltd.’s lenders favor plans that will keep management in place to oversee the sale of the company’s assets, the Australian ...

Tensoft(R) Announces Three Revenue Cycle Management Products for ... MSNBC - 12 hours ago Each of the three solutions is designed for companies with specific, challenging revenue management needs. All three versions improve the efficiency and ...

Ike victims face Monday deadline for FEMA aid Houston Chronicle, United States - 4 hours ago Anyone wishing to seek aid from the Federal Emergency Management Agency must do so by Monday, federal officials said today. Texans who had damage from the ... Hurricanes Expose FEMA Woes Public Integrity Ike storm victims can still apply for help Tri Parish Times FEMA steps up Worcester Telegram WXVT - KATC all 61 news articles

Aspect Acquires Assets of Applied Information Management Limited MSNBC - Jan 7, 2009 AIM Technology provides performance management software solutions that help companies continuously motivate, measure and manage employees. ...